Background
Mackenzie, Kenneth Donald was born on December 20, 1937 in Salem, Oregon, United States. Son of Kenneth Victor and Dorothy Vernon (Minaker) Mackenzie.
(Previously, the conventional wisdom about organizations w...)
Previously, the conventional wisdom about organizations was "If it's not broken, then don't fix it. " Today, the new dictum seems to be "If it works, make it work better. " There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next? Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences.
http://www.amazon.com/gp/product/9401057435/?tag=2022091-20
(Previously, the conventional wisdom about organizations w...)
Previously, the conventional wisdom about organizations was "If it's not broken, then don't fix it. " Today, the new dictum seems to be "If it works, make it work better. " There is a shift from a posture of reaction to one that embraces change. The prevailing wisdom is changing because many of our organizations are now or will soon be in a state of crisis. Every day we read about a proud old firm going bankrupt, manufacturers who must cut costs and retrench in order to survive, and failures in our governmental agencies. Who's next? Many organizations are failing but others are doing well. All wonder if something terrible could happen to their organization. Thus, it seems prudent to anticipate and proactively manage change rather than to passively sit by until some crisis strikes. All of us know that any organization can be improved. There will always be a gap between some desired state and our current reality. There will always be differences among people about what is desirable and what is not. Every change energizes these gaps. Because there are so many changes taking place, it is no wonder that there is continuous clamor for organizational change. These gaps and differences are the source of problems. Once a problem is recognized and agreed to, efforts are made to generate a solution to it. Every solution has both its intended and unintended consequences.
http://www.amazon.com/gp/product/0792390822/?tag=2022091-20
educator management consultant
Mackenzie, Kenneth Donald was born on December 20, 1937 in Salem, Oregon, United States. Son of Kenneth Victor and Dorothy Vernon (Minaker) Mackenzie.
Bachelor of Arts in Math, University of California, Berkeley, 1960; Doctor of Philosophy in Business Adminstrn, University of California, Berkeley, 1964.
Assistant professor industrial administration Carnegie Mellon University, 1964—1967. Associate professor industry Wharton School University Pennsylvania, 1967—1971. Professor management science University Waterloo, Canada, 1969—1972.
Edmund P. Learned distinguished professor School Business University Kansas, Lawrence, 1971—2005. President Organizational Systems, Inc., 1976—1984. Founder, president Mackenzie and Company Inc., 1983—2005, EMAC Assessments, LLC, Lawrence, since 2000.
Edmund learned distinguished professor School Business, University Kansas, 1972—2006. Distinguished speaker International Conference Advances Management, 1997—2004. With United States Marine Corps, 1956-1960, with Army National Guard, 1960-1964.
( First published in 1976, this A Theory of Group Structu...)
(Previously, the conventional wisdom about organizations w...)
(Previously, the conventional wisdom about organizations w...)
(Book by MacKenzie, Kenneth D.)
(Book by Mackenzie, Kenneth D.)
(New)
Served with United States Marine Corps Reserve, 1957-1960, with Army National Guard, 1960-1964. Fellow American Association for the Advancement of Science. Member APA, American Management Association, Academy Management, Institute Management Sciences (chairman college on organizations 1983-1993), Institute Management Cons., Western Academy Management, Association Management Orgnl.
Design, Meso Orgnl. Studies Group.
Married Sally Jane McHenry, June 16, 1957. Children: Dorothy Jane Rivette, Carolyn M. McFarland, Susan M. Treber, Nancy M. Murphy.